Conference Agenda

Overview and details of the sessions of this conference. Please select a date or location to show only sessions at that day or location. Please select a single session for detailed view (with abstracts and downloads if available).

Session Overview
4.b 1/3: Designerly ways of Innovating
Wednesday, 19/Jun/2019:
10:45am - 12:25pm

Session Chair: Gerda Gemser
Session Chair: Nico Florian Klenner
Location: LDN.001
Ground and the 1st floor Loughborough University London 175 capacity

Session Abstract

More and more organizations are using designerly ways of innovating to improve and transform their innovation systems and outcomes (e.g., Liedtka, 2018). This transformation implies the adoption of an innovation process characterized by experimentation, iteration, and fast failure rather than a linear, stage-gate type of process that is focused on failure prevention (Brown, 2008). In particular when seeking to create and implement innovations that are radical in nature, iteration and experimentation are essential and require organizational flexibility, for example in the field of strategizing (Deken et al., 2018). It also requires organizations to open up their innovation systems and co-create with a broader set of stakeholders (e.g., Gemser and Perks, 2015). Interestingly, designerly ways of innovating are not only embraced by established organizations, but also by new ventures (Klenner et al., 2015). Organizations, be they newly created or established, not only borrow from the designers’ toolbox, but also seek to create a more enduring, overarching creative mindset within the organization. Such organizations may assist their employees in breaking out of their habitual ways of seeing, knowing, and acting by means of, for example, investing in creative, inspirational work spaces (Barry and Meisiek, 2010) or design thinking training programs. At the same time, the mass-marketing and commodification of designerly ways of innovating has led to a host of problems (Barry, 2017) and there are many challenges to overcome when implementing and using designerly ways of innovating in organizational settings (e.g., Carlgren et al., 2016). In this track, we seek to further explore these challenges. Possible topics/questions to explore in this track include, but are not limited to:
● How can designerly ways of innovating, which include activities such as iteration and experimentation, be implemented in organizations in an efficient and effective way?
● How to engage in co-creation with ‘ordinary’ customers and other relevant stakeholders for innovation and design? What are effective strategies for involving these potentially diverse stakeholders?
● How to develop and implement strategy when engaged in (radical) design innovation?
● By means of what design practices, activities or attitudes can organizations help their employees to break out of their habitual ways of seeing, knowing, and acting; and how to sustain such changes over time?
● Which design processes, practices, or tools are effective for new firm creation? Which design processes, practices, or tools may enable or hinder scaling up new ventures?
● What are the differences between strategies for designerly ways of innovating in new ventures versus large incumbent firms?

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10:45am - 11:10am

Developing and applying performance metrics to evaluate co-design activities in design-led innovation

Jamie O'Hare, Elies Dekoninck, Lorenzo Giunta

University of Bath, United Kingdom

An increasing number of companies are experimenting with ‘designerly ways of innovating’ to improve the agility, speed and hit rate of their innovation activities. Co-design activities are emerging as part of a design-led innovation approach. Whilst there is extensive academic literature on design process performance metrics, they have rarely been applied by organisations that are testing co-design activities, possibly due to the time and effort that is required to apply them. This paper begins to address this challenge by developing a tailored suite of design process performance metrics. Some basic guidelines from the academic literature and the results of a practitioner survey inform the selection of metrics. We go on to apply the metrics to real-world projects within companies that are trialling technology-supported co-creation sessions. The metrics and the insights into their development and application are likely to prove useful to other design researchers and practitioners that wish to evaluate the benefits of adopting co-design activities as part of a design-led innovation approach.

Track 4.b-Developing and applying performance metrics to evaluate co-design activities-316OHare_a.pdf

11:10am - 11:35am

The 3rd Dimension of Innovation Processes

Christos Chantzaras

Technical University of Munich, Germany

Architects understand and visualize organizations and processes differently from management disciplines. With rising complexities of markets and blurring organizational boundaries, linear models of innovation processes reach limits in explaining interrelations and interdependencies. Design-led disciplines became of interest to provide frames and ‘design’ structures for fostering innovation. Architecture remained unnoticed though dealing with the conceptualization and realization of R&D and innovation centres. The paper explains how architects’ way to reframe complexities, to focus on social interactions and shape invisible patterns prior to building design offers new perspectives to innovation research. It critically reviews changing context of innovation and relational models in literature and outlines the relevance of integrating spatial proximities and time for a constructive 3-dimensional representation. By showing two case studies the basic principles are sketched for the development of an integrative approach and further research. The specific skill-set and thinking of architects opens a 3rd dimension of innovation processes.

Track 4.b-The 3rd Dimension of Innovation Processes-207Chantzaras_a.pdf

11:35am - 12:00pm
Research in Progress

Designing a conducive context for ambidexterity: How nascent design-led ventures can nurture contextual ambidexterity

Nico Florian Klenner, Gerda Gemser, Ingo Oswald Karpen

RMIT University, Australia

The present paper expands our understanding of how nascent design-led ventures can create and sustain an organizational context that is conducive for ambidexterity. Our study draws on the wider paradox literature, which positions ambidexterity as a crucial driver for organizations' long-term performance. To study the process of contextual ambidexterity emergence, we engaged in a longitudinal, ethnographic study of a nascent design-led venture. Grounded by our data, we discuss how the design-led venture transitioned from exploration to simultaneous exploration and exploitation, and we explain how the design-led venture leveraged nested paradoxes of belonging, organizing and performing. Leveraging these nested paradoxes allowed the venture to effectively balance the exploitation of a product-centered business model and the exploration of a service-centered business model. Our findings advance theory by explaining how nested paradoxical tensions can be used as a resource for achieving contextual ambidexterity. Further, we consider the implications of our findings for the management of organizational ambidexterity in design-led organizations.

Research in Progress-Designing a conducive context for ambidexterity-279Klenner.pdf

12:00pm - 12:25pm

Design practices for strategic innovation in start-ups

Daphna Glaubert1,2, Zarina Charlesworth1, Nathalie Nyffeler1, Luc Bergeron2

1HEIG-VD, University of Applied Arts & Sciences Western Switzerland, HES-SO, Switzerland; 2ECAL, University of Applied Arts & Sciences Western Switzerland, HES-SO, Switzerland

This paper looks at the use of design practices in start-up firms for the creation of strategic advantage through product/service innovation. Start-ups face non-negligible challenges during the early-stage of development. The research questions examined to what extent design practices can provide the leverage needed to face these challenges. A 4-day Innovation by Design Challenge workshop provided the field for the research carried out. Participants were start-up firms each working together with two designers to form six teams. Methods used included: observation for the mapping of team activities; a short self-report questionnaire and; pre- and post-workshop semi-directed interviews with the start-ups. The findings support the idea that design practice integration into the initial development of a start-up can indeed provide a lever for success and provide the start-up with the strategic vision needed to go through the early-stage and bring their products/services to market successfully.

Track 4.b-Design practices for strategic innovation in start-ups-300Glaubert_a.pdf

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